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Month: August 2015

Part 6 of the “Modern B2B Marketing in the Era of the Empowered Buyer Content Stream”

Much has been reported and written over the past two years regarding the modern B2B buyer’s journey, with almost all of the research indicating that, in some way, shape or form, salespeople are being displaced by the ubiquity of available information on digital channels. The Corporate Executive Board (CEB) and Google have been quoted numerous times about B2B buyers traveling 57% of their journey without ever contacting sales. SiriusDecisions stated just last year that “67% of the buyer’s journey is now done digitally,” and many other sources, such as Forrester and Gartner, have reported similar statistics, all pointing to the fact that buyers are completing a majority of the journey without contacting a vendor’s salespeople.

A 2014 Demand Gen Report on B2B Buyer Behavior states: “As many as 34% of respondents said the number of team members involved in the B2B purchase process increased over the past year” and TechTarget chimes in too: “The single buyer is no longer—team buying is prevalent across all geographies as 55–75% of respondents indicate that the most common buying team consists of 2–4 people, but the size of the buying team increases at larger companies.” CEB puts the average size of the enterprise buying group at 5.4 people.

The average B2B buyer age is going down

A recent article in Advertising Age states that millennial influence within B2B buying decision groups is growing rapidly, according to a new study by Google and the research house Millward Brown Digital, where 46% of potential buyers researching B2B products today are millennials, up from 27% in 2012.

We’d like to introduce you to someone quite important. Someone that you’ll need to become quite familiar with, we’d like to introduce you to the business-to-business empowered buyer of today.

The Business-to-Business Empowered Buyers Manifesto

We have taken power.

We will no longer sit back and be sold to.

We have access to more information than ever with the mere touch
of a finger, and we intend to use it.

We have a ravenous appetite for content, not marketing material.

We don’t stand alone. We are constantly influenced by our network
and we make our decisions in groups. Our strength is in numbers.

Because of us, marketing will never be the same. And that’s a good thing.

The modern business-to-business empowered buyer is more complex, sophisticated and independent than the buyers of yesterday. They don’t know who you are and while they may recognize your firm, they don’t know you.

How much do you really know about your buyers? Do you really know what they want or need and do you know how they feel or what they’re thinking? Do you know what generational segment that your buyers hail from, and if you do, you’d better be ready to speak Boomer, X-er, Y-er and Millennial, as each generational segment really only understands their own language.

Your buyer is part of a buying group of between three to seven people on average, so even if you convince your buyer, you’ll also have to convince their group, or help your buyer to convince their group, that your solution makes sense.

Buyers don’t trust your content and only 9% of them trust content provided by vendors however, your buyers do trust content generated by my peers as 86% of IT buyers use social media networks and peer-generated content in the purchase decision process.

Do your buyers know what your brand means? Maybe they once knew, or maybe they never knew, are you prepared to tell them what your brand stands for?

Why would your buyer stop what they’re doing to listen to you? The attention span of humans is shorter than ever. You don’t have much time to convince your buyer. According to the National Center for Biotechnology Information, at the U.S. National Library of Medicine, the average attention span of a human being has dropped from 12 seconds in 2000 to eight seconds in 2013. This is one second less than the attention span of a goldfish.

Your buyer is using their own digital resources on their own times and terms to seek out solutions. When marketing to the empowered business customer of 2015, your organization needs to show up in their research since the modern buyer will travel 57% of their buyer’s journey and download 17 pieces of content before they engage with a salesperson.

It’s a brave new world with brave new buyers, and marketers who aren’t adapting to succeed in this new world, are flirting with obsolescence.

Throughout the Summer of ’15, various types of content will be produced to tell you this story.

Part 5 of the “Modern B2B Marketing in the Era of the Empowered Buyer Content Stream”

(Infographic below)

Why is demand generation not working for most organizations? Where are enterprise marketers failing with their demand generation efforts?

Let’s take a look at modern demand generation. Despite the increasing complexity of demand generation, we can still distill best practices down to these seven, basic principles.

Find ways to break through the B2B marketing clutterHow can you break through to the modern empowered B2B buyer, which now includes the generational segment of Millennials? Marcus Starke, CMO of Ciena, writes: “There’s no reason why B2B marketing should be boring. Instead, your content should be as engaging, exciting and creative as anybody’s marketing, whether you’re selling technology or consumer products. People want to get excited and make connections, understand and be understood.”

Content strategy is essential to content marketingMost modern B2B marketers have embraced content marketing, yet few have a documented content strategy. According to the Content Marketing Institute’s Content Marketing Study of 2015, only 35% of marketers have documented content strategy. It’s really no surprise that the 35% who properly documented their content strategy are “more effective in all aspects of content marketing than those who don’t.” And it’s more than just having a strategy, it’s really about what ingredients you used to create that strategy.

Learn more about your customer through buyer personas to create relevant, compelling contentIn the Demand Gen Marketo 2015 study, they found: “Marketers are adopting personas as a significant tool in their demand generation strategy, as just a little more than one quarter (27%) reported that their personas are well documented and aligned to their messaging and 31% of respondents reported that they do not have personas in place, but plan to build them in the coming year.” In addition to personas, marketers are using the insights gleaned from harvesting mountains of marketing data to enable their organizations to learn more about their customers; some are even able to accomplish this in real time. KERN has developed what we call “the evolution of the marketing persona” in our new persona development process: Progressive Persona Profiling. See more about Progressive Persona Profiling here.

People buy things, businesses don’t. Create personalized content strategically placed where people are likely to consume it.Bryan Kramer, author of Human to Human: #H2H, states: “There is no B2B or B2C—it’s human to human (H2H) marketing.” Kramer goes on to say: “The fact is that businesses do not have emotion. Products do not have emotion. Humans do. Humans want to feel something. And humans make mistakes.”

The value and power of the brand can convey both logical and emotional perceptions of the brand, to serve as a halo to the sales organization and eCommerce sites. In a 2015 study, McKinsey states: “In fact, decision makers consider the brand a central rather than a marginal element of a supplier’s proposition. Our survey indicates that a company’s brand is on par with sales as an influencing factor.”

Branding conveys emotions about a company’s services and products. Strong brands convey trust and confidence. Branding and brand storytelling is important in the age of H2H marketing. Branding helps human salespeople tell compelling stories to human buyers.

Things have changed. Today, there is no such thing as “digital marketing”; rather, there is now “marketing in a digital world.” Placing the content where people can see it requires organizations to rethink their B2B media marketing to include the latest in available media purchase strategies, such as contextual targeting, behavioral targeting, programmatic display, Facebook Exchange, content syndication, site retargeting, social graph targeting, native advertising, online video, paid social, search retargeting, e-mail, search engine marketing and look-alike modeling.

Use marketing automation to drive engagement and nurture prospectsMarketing automation was once a “nice-to-have” and is now a “must-have.” An organization’s ability to nurture both prospects and customers through automated e-mail streams is essential for marketing organizations to attempt to stay “top of mind.” And, marketing automation needs companion pieces of technology to fully realize the potential that it needs to be connected to. Marketing technology is a huge field, with hundreds, if not thousands, of vendors now competing for every marketing technology dollar. What’s in your tech stack? Does it deliver on the promise of moving your organization forward by harnessing your big data and creating actionable insights for your team to consider when planning new strategies or optimizing current strategies?

Pass leads that meet lead-scoring criteria or BANT to sales when leads become MQL, SQL or SALHere is an area where we see many organizations falling short.-It should be simple, but the inability to define a lead, a marketing-qualified lead, a sales-accepted lead and a sales-qualified lead causes marketing teams to fail. The road to failure starts with the wrong usage of the word “lead.” What is a lead? Is a tradeshow attendee a lead? NO! A clear and concise definition of leads, suspects, prospects and opportunities must be created with a culture of universal understanding of each definition firmly in place throughout the organization, as the very first step. Without a clear and precise definition, creating scoring criteria is impossible. Organizations are consistently frustrated when trying to define the various stages of qualified leads, and this is causing only a few of the leads that they deem “qualified” to actually convert into sales. How “qualified” are these leads that convert between 3% and 5% to sales? Probably not that qualified.

Route qualified leads to sales for conversion to customersIt seems simple enough: create scoring criteria, score leads until they meet or exceed the criteria threshold, then pass those leads to sales. However, even here, complexities abound—especially for organizations with multiple sales channels. When dealing with VARs (Value-Added Resellers), distributors, channel partners, installers, implementers and the like, organizations are generally routing their leads into a black hole vortex of unknown results, which always translates into an organization’s inability to measure the effectiveness and efficiency of their marketing efforts. It is impossible to prove return on investment when this “leads go into the black hole vortex” dynamic is present in your sales process. There are software solutions that can help organizations with channel partners route and track leads; however, we’re often surprised that organizations with this problem don’t seek the software solution to it.

For organizations that can track their direct sales specifically, the routing of leads can be derailed for a variety of other reasons. Perhaps the lead scoring wasn’t correct in the first place; or sales was never on board with the entire lead-definition process; or sales is distrustful of leads being sent over by marketing; or the entire lead-distribution process is broken, since sales insists on receiving a certain quantity of leads, whether those leads are ready or not.

Let’s take a look at where we believe enterprise marketers are failing with demand generation.

Inability to realize the importance of brandB2B marketers who underestimate the power of brands in business-to-business decision making put their organizations at a substantial disadvantage.

Learning that creating effective content is a challengeOnly 38% of B2B marketers find that their content marketing is effective and of that 38%, only 8% believe that their content is highly effective, as reported in a 2015 study by the Content Marketing Institute.

Failure to acknowledge and focus on marketing to groupsIn a complex B2B sales environment, there are multiple stakeholders and decision makers causing the buying “group” to behave in an unpredictable way.

Unwillingness to realize that current media strategies are obsoleteNever before have marketers had so many channels to choose from. Therein lies the challenge: how can marketers predict which channels are likely to have the greatest impact, especially for those challenged with limited budgets to test new channels?

Failure to address the entire demand generation ecosystemMany organizations take a narrow point of view when assessing or diagnosing their demand generation system. However, to truly understand what’s working and what isn’t, organizations need to assess the entire demand generation ecosystem.

Failure to focus on the entire B2B customer relationshipIt’s time to expand the focus of B2B engagement to the entire customer relationship, including loyalty and retention, which are not traditional priorities for B2B marketers.

Throughout the Summer of ’15, various types of content will be produced to tell you this story.

In the next installment of Modern B2B Marketing in the Era of the Empowered Buyer, we take an opportunity to provide the Modern B2B Buyer with a voice- in a piece we call: “The B2B Empowered Buyers Manifesto”

Stay tuned right here on for the continuation of the content stream presentation.

Part 4 of the “Modern B2B Marketing in the Era of the Empowered Buyer Content Stream”

We’ve come from a world where our audience was addressable through a mass effort, rather than the precise pinpointed effort that we need today. The most challenging complexity that modern B2B marketers face is creating “individualism” within a mass-media framework. To speak to individuals, marketers require a model that directly addresses customer needs, wants and desires.

We have evolved from specific episodic programs that had a beginning, middle and end to continuous, seamless customer experiences developed to encompass the entire customer lifecycle. Moving from complex siloes of channel-specific marketing, we are challenged with simplifying messages to resonate with audiences through omni-channel branded experiences. No longer a one-way affair, with the advent and proliferation of social media, two-, three-, four- and more way communications are now the norm.

Our old processes were slow and methodical, with feedback coming back to us at a snail’s pace. Today we’re in the throes of real-time marketing, data collection, data analysis, marketing dashboards, and instant and automatic multivariate testing that allow us to optimize on the fly to continuously improve and streamline programs.

Recently, with the advent of technology-powered automated programmatic real-time buying, we have been able to break away from human-driven media buying, where limitations such as negotiations and time constraints have disappeared.

The B2B marketer and the new group dynamicIn the face of all these changes, one incorrect perception for B2B marketers is that, when marketing products to business clients, they are marketing to a single decision maker. A recent study from the CEB and Motista confirms that, in almost every case of a complex enterprise sale, there are 5.4 decision makers on average involved in a group decision. TechTarget puts the number of people in a group decision team at seven. Everyone on your sales team knows that groups make buying decisions.

SiriusDecisions came to the same conclusion as we did. They unveiled a new B2B Buying Decision Process Framework at their May 2015 Sirius Summit in Nashville, Tennessee. SiriusDecisions outlined three types of buying scenarios: Groups buying by committee (six to 10 people in the buying group), groups buying by consensus (three to five people involved in the buying group) and independent buyers (one to two people in the buying group). They’ve determined that those buying independently are usually involved in deals for less than $50K. They detail the deal size for consensus buying at a range of $50K to $500K, and likewise call out the committee buying range at $500K to millions of dollars.

With all the complexities of marketing to the Modern Empowered Buyer, the impact on Modern Marketers is significant, causing marketers to rethink, relearn, retool and reconsider how and what their go-to-market strategy will be.

Part 3 of the “Modern B2B Marketing in the Era of the Empowered Buyer Content Stream

How ready is your organization to win over empowered and emboldened B2B buyers of 2015? These savvy buyers research on their own time, across multiple devices and ultimately expect to buy on their own terms.

What are the B2B CMO megatrends that will impact nearly every B2B marketer?

How much longer will your organization tolerate single-digit conversion rates to sales from qualified leads?

THE TOP B2B CMO MODERN MARKETING CHALLENGES OF 2015

Part 2 of the “Modern B2B Marketing in the Era of the Empowered Buyer Content Stream

Gleaned from research and assessment of reports from Gartner, Forrester, IBM, Forbes, Altimeter, LinkedIn, CMO.com, AAMA, Harvard Business Review, McKinsey, The CMO Club, IDG, The Economist, Bloomberg BusinessWeek, Mobile Marketing Association, Advertising Age and The Content Marketing Institute I’d like to offer these insights into what I see as the Top B2B CMO Marketing Challenges of 2015.

The research of over 20 studies reveals the Top CMO B2B Challenges for 2015 which I will address individually.

1. CREATING EFFECTIVE ENGAGEMENTS FOR TODAY’S EMPOWERED CUSTOMER

Marcus Starke, Chief Marketing Officer, Ciena writes: “Many technology companies are very inward-focused, looking at the world through a technology lens and doing everything based on what they think is right and important. The old “build it and they will buy it” mantra is still prevalent in many B2B environments and so it is the marketer’s biggest opportunity and challenge toturn an inward focus into an outward one, help the company take on a market and customer perspective, and put buyers first.”

”Welcome to the new normal with a new “cause” and “effect.” The cause is Empowered Customers. The effect is causing B2B marketing executives to rethink just how they will be marketing to the empowered and emboldened customer of 2015.

B2B Buyers are now in control of the buying process and are expecting new levels of consumeresque experiences when interacting with your brand. How ready is your organization to deal with the empowered and emboldened B2B buyer of 2015 who buys on their own time frame and their own terms? Business buyers spend just 21% of buying cycle in conversations with salespeople, instead spending 23% of the time in conversations with peers and colleagues and 56% of the buying cycle searching for and engaging with content. (According to IDG Connect, 2013)

2. DELIVERING ON THE PROMISE TO DRIVE REVENUE

How can marketers change the perception of marketing within the organization from a Cost Center to a Revenue Driver? CMOs must be prepared to prove total marketing revenue contribution. According to a 2015 study by McKinsey, The Fuqua School of Business and the AMA, it was revealed that companies are spending 8.3% of revenue on marketing, blended for both B2C and B2B marketers. We generally see a 4% to 5% of revenue for B2B companies. Even at the lower end of the B2B budget estimate of 4%, companies yielding $1B in annual revenue have an average marketing budget of $40,000,000.

What is the return on the investment? CMO’s must be prepared to answer the big revenue question in 2015. The Fournaise Group reports that: “90% of marketers that are not trained in marketing performance & marketing ROI, and 80% struggle with being able to properly demonstrate to their Top Management the business effectiveness of their Marketing, spending, campaigns and activities.”

Marketing must be an efficiency driver for sales, helping sales to focus on what they do best; which is proposing and closing solutions, while marketing provides the strategy to drive preference and consideration through campaigns implemented with marketing automation methodologies.

Marketers must create and construct their plans to align with the sales pipeline and revenue goals of the organization while having a plan in place to report ROI. CEOs are putting even more pressure on the CMO to generate (and prove that they generate) incremental customer demand for the companies’ products or services (ie: their ability to generate more sales, more market share, more prospects, and/or more conversions.)

3. DELIVERING DIFFERENTIATED BRANDED OMNICHANNEL EXPERIENCES

Will marketers successfully engage prospects and customers with the same Brand Experience regardless of channel in 2015

Business-to-Business buyer’s expectations have changed dramatically due to the advent and proliferation of rich consumer Omnichannel experiences. B2B buyers are simply expecting near or the same experience when engaging a B2B brand through various channels. There has and will continue to be a change in buying preferences which is happening as generational shifts occur as B2B buyers are simply expecting near or the same experience when engaging a B2B brand through various channels.

And this includes eCommerce where applicable for B2B products, not so much for services. While there are some great examples of B2B eCommerce sites such asCDW, the people who get “IT”, most are not so great.

According to a recent report from Forrester Research: “Building The B2B Omni-Channel Commerce Platform Of The Future,” The top barrier to omnichannel implementation is back-office integration across channels (44%) while 42% of B2B companies point to difficulty sharing customer data and analytics between channels, countries, or locations; 40% say they are limited by distribution partners, franchises or wholesale customers and 36% report a conflict between different channel organizations, implementation difficulty (or lack of business incentives, 33%), limited staff skills (32%), and employee or management resistance (31%.)

B2B Marketing organizations must strive to own Customer Experience to develop Omnichannel experiences that are seamless for their customers. Controlling the touch-points of a customer’s full journey is the optimal way to deliver a true differentiated Omnichannel experience.

4. BRIDGING THE KNOWLEDGE GAP

How can marketers close the gap between what they used to do and what they need to do in 2015?

As new skill sets are needed to staff Marketing Operations for modern B2B Marketing organizations, will those who possess those skill sets become a valuable commodity or, will organizations formalize training for these positions? New technological knowledge and skills are essential to the success of any Marketing Operations team which has become the nerve center of modern marketing demand generation centers of excellence.

The best technology stack integration will amount to no more than a giant paper weight without the valuable insights gained. If the marketing operations team is unable to perform and collect, analyze, interpret and produce insights from that data, the entire investment in technology and human resources is wasted. Marketing operations personnel must be capable of presenting a viable business case enabling a top-down strategic view of marketing’s return on investment to the business.

Proving and reporting ROI is of the utmost importance to the CMO, who must do the same for those sitting at his or her corporate table- the CEO, CFO, and CXOs. The gap in lack of technological knowledge for marketers must be eliminated through new hires with the experience and / or capabilities to provide the organization with the analytical reporting which is now table stakes rather than a “nice to have” capability.

As B2B marketing is transformed by technology, analytics, alignment with sales and product, and the empowered buyer and customer, the era of informal marketing skills development has ended.

5. MAKING BUSINESS MOBILE

Mobile marketing capabilities are a must-have for marketing organizations in 2015. Mobile advertising, apps, messaging, mCommerce and CRM must be part of the marketing mix in 2015 as “70% of marketers see mobile marketing as a critical enabler of products and services.”

According to Comscore and Morgan Stanley, mobile internet access has overtaken fixed internet access in 2014 as the customers preferred channel of choice. The new consumeresque expectation is that the B2B modern buyer can get whatever they want in their immediate context and moment of need. People and companies want and must have mobile solutions that work anytime, anywhere, on any device.

Mobile Marketing is defined as including advertising, apps, messaging, mCommerce and CRM on all mobile devices including smart phones and tablets. Buyers are increasingly switching between their devices, and brands must be able to create those omnichannel experiences.

6. TACKLING THE CONTENT MARKETING CONUNDRUM

With organizations growing investments in content marketing, there is increasing pressure on marketers to prove ROI. The conundrum is that while nearly all B2B marketers are creating content, few are creating effective content- therein lies the challenge- what is effective content and how do you go about creating it?

70% of B2B marketers are creating more content than they did one year ago, even those who say they are least effective (58%) and those without any type of strategy (56%).

Measurement is a key area where B2B marketers are struggling: Only 21% say they are successful at tracking ROI; however, having a documented strategy helps (35% of those with a strategy say they are successful).

Once again, infographics was the tactic that had the greatest increase in usage (from 51% last year to 62% this year).

94% of B2B marketers use LinkedIn to distribute content, making it the social media platform used most often (they also say it’s the most effective social media platform).

58% of B2B marketers use search engine marketing, making it the paid method used most often to promote/distribute content (they also say it’s the most effective paid method).

While organizations are anxious to practice content marketing, why aren’t more organizations able to develop and create effective content? From the Fortune 500 marketing boardrooms that we are privileged to participate in, to the mid-market marketing meetings that we also attend, we see a common issue, and that problem is a lack of a formalized, documented content strategy. We also see that even when organizations do have a formal and documented content strategy, the focus of the content is usually from the organization’s point of view- which totally disregards the thoughts, feelings, experience, expectations and consideration of the target audience as they move through the modern buyer’s 10-stage journey.

7. HARVESTING RETURN ON TECHNOLOGY INVESTMENTS

Is being a modern marketer dependent on having the latest shiny new marketing technology object in the tech stack? Before marketing departments can request that new DMP or marketing automation software, there must be a data strategy in place that requires those technologies in order to execute on the strategy. How can marketing organizations understand if they are underinvesting or overinvesting on marketing technology? And if the organization does invest in marketing technology, the prevention of underutilization of that technology is of paramount importance in determining the return on investment to the organization.

The Marketing Technology experiment ends in 2015. Marketers must face accountability to prove commercial returns from the technological investments even if the organization acquired and assembled those technologies one at a time, for different and various reasons. If this is the case with your organization, a Marketing Technology audit to determine the validity and necessity of each piece of technology as it pertains to the success of the sum of the parts, or in other words, the ability to execute against the organization’s data strategy, is the first step in proving ROI on the technology investments.

8. PRACTICE ACCOUNTABLE DEMAND GENERATION

Will marketers find a way to improve the results of demand generation efforts? The average B2B marketing organization only converts 3% to 6% of leads into sales according to a recent benchmark study by Implisit. Let’s focus on that statistic for a moment- by looking at the inverse of the stats- if 3% to 6% of leads that the organization has deemed qualified then 94% to 97% aren’t converting.

Organizations drive accountability and performance from their demand generation ecosystem by designing and implementing a best-in-class system of universal measurement in order to secure trust from the organization’s leaders in the key performance indicators reported.

A never ending push and pull battle between sales and marketing inevitably causes marketing to cave in to sales never ending demand to hand off leads quickly which results in the passing to sales of premature leads of poor quality. And, of course, sales has the completely opposite perspective, which in the sales point of view is being asked by marketing to follow up on leads that aren’t qualified, and don’t exhibit the BANT criteria when those leads are called or visited. Practicing accountable demand generation means focusing on lead quality over lead quantity regardless of the “urgent” demand from sales to pass over more leads which simply exasperates sales when sales realizes that those leads aren’t nearly qualified.

According to the 2015 Demand Gen Report Benchmark Study, 74% of respondents rank “focusing on lead quality over lead quantity” as being the most important demand generation goal for 2015.”

Recently, KERN unveiled a “Best-in-class” Demand Generation Ecosystem: “The 8 Pillars of Demand Generation for Revenue Acceleration,” which describes each of the 8 categories of demand generation that must be implemented to achieve best-practice demand generation.

In the next installment of Modern B2B Marketing in the Era of the Empowered Buyer, I begin with a look at what the world was, and what it is now relative to modern marketing. Stay tuned right here for the continuation of the content stream presentation.

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As Senior Vice President of Strategy of KERN, an Omnicom agency, Scott Levine guides and facilitates the development of a holistic view of all clients’ and prospective clients’ business, creating innovative strategic communications solutions to a diverse array of business and marketing challenges. Scott leads strategic initiatives across Digital and Traditional methodologies directing internal and external resources for KERN, An Omnicom Agency.
Scott has developed strategic plans for some of the worlds’ largest and well known brands, including several Fortune 500 clients as KERN is the agency to 5 of Advertising Age’s 2013 Top 100 Advertisers. Scott is a strategic leader with a strong business acumen who understands the changing media landscape, shifts in consumption patterns, and how to translate quantitative, qualitative and trend data into compelling brand stories and unique selling propositions.
As part of KERN’s Executive Leadership Team, Scott works directly with all discipline heads and related client counterparts and plays an integral part as the lead in New Business acquisition.
Scott consistently partners with the account service/client strategy leads to develop marketing and communication strategies that are fueled by technology, media, and cultural insight while collaborating with KERN’s analytics group to target behaviors and understand motivational drivers of behavior that will result in more effective communication strategies as evidenced by Scott’s development of Progressive Persona Profiling, now a proprietary KERN audience intelligence tool.
As a seasoned, experienced marketer with over 25 years of professional practice, Scott is fluent in market research techniques, both quantitative and qualitative as well as new methodologies that combine both approaches with a solid understanding of media theory, media history and well versed in new media channels. Scott possesses a deep knowledge of Technology with the ability to understand how technology can evolve into media.
Twitter @ScottSocial